[HR PULSE ARTICLE]: The business case for nurturing a robust organizational culture in health care can be seen in some of the recent performance metrics coming out of Dallas-based Parkland Health & Hospital System. Since the launch of an integrated improvement strategy in 2015, the 850-bed safety net hospital has moved the needle on workforce engagement from the ninth percentile to the above the 30th percentile, decreased employee turnover by almost 2.5 percentage points in one year, increased the number of units with top-tier engagement by nearly 300% and consistently improved performance on the global Likelihood to Recommend metric — an indicator of patient loyalty.
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[HR PULSE ARTICLE]: The growing use of artificial intelligence (AI) in health care promises opportunities for improvement in areas including but not limited to diagnostic accuracy, treatment efficacy, patient outcomes and patient and clinician experience.
[HR PULSE ARTICLE]: Today’s health care philanthropy requires visionary leaders with the ability to drive outstanding performance that strategically aligns with the organization’s overall objectives. During start-up meetings of fundraising leadership searches, we routinely hear search committees wrestle with the question of weighing local versus national candidates.
[HR PULSE ARTICLE]: The U.S. health care system is feeling the strain of the national nursing shortage and spending billions of dollars to recruit and retain health care professionals in an attempt to fill it. Staffing shortages are projected to intensify as experienced nurses near retirement age and the population continues to grow. In response, medical providers are being challenged to be more creative in the strategies used to attract and retain health care workers to meet this growing gap in the workforce.
[HR PULSE ARTICLE] Recruiting high-quality candidates for hard-to-fill positions is one of the primary business challenges health care organizations face today. The health care workforce shortage is widespread and growing, forcing changes in hospital operations and patient care, and requiring a significant shift in the way organizations source, recruit and retain talent.
[HR PULSE ARTICLE] Known for its innovative care models, Georgia’s WellStar Health System decided it was time to walk the talk about health when it came to its own employees. Seventy percent of its 20,000-plus team members are overweight or obese, which is unfortunately all-too-typical of health care workers nationwide.
[HR PULSE ARTICLE] The health care sector continues to be one of the fastest growing industries in the United States.1 That’s great news for health care leaders, but a growing field must adapt to remain competitive. Regulatory and legislative changes are creating uncertainty and tighter margins, while growing competition may require evaluating potential mergers and acquisitions.
[HR PULSE ARTICLE] Employers faced with requests for extended leave or additional leave following the expiration of Family and Medical Leave Act (FMLA) or other protected leave are in a quandary. The end of “protected leave” is not necessarily an opportune time to end an employment relationship — even if the employer believes the employee will not return to work — as the employer must ensure it does not fall into a claim of disability discrimination, failure to accommodate, or failure to engage in the interactive process.
[HR PULSE ARTICLE] When Forbes recognized Sentara Healthcare as one of America’s Best Employers this past spring 2018, Sentara’s senior leadership team was excited, honored — and pleasantly surprised. “We were unaware we were being considered,” explains Becky Sawyer, Senior Corporate Vice President and Chief Human Resources Officer for Sentara Healthcare.
[HR PULSE ARTICLE] A few years back, Nicklaus Children’s Health System (formerly known as Miami Children’s) decided there was room for improvement in its internally managed employee wellness program, part of a comprehensive approach to wellbeing that also encompassed financial wellness and work-life balance.
[HR PULSE ARTICLE] Organizational culture in health care is a powerful driver of performance across measures of safety, quality and patient experience. Performance in each of these domains — individually and collectively — directly influences organizations’ ability to compete in today’s rapidly evolving health care marketplace.
[HR PULSE ARTICLE] Data can be empowering, overwhelming, eye-opening or misleading — or all of the above. But as human resources professionals take on more strategic responsibility within their organizations, the ability to examine and analyze a broad range of data to drive workforce decision-making and action plan development is becoming increasingly critical.
[HR PULSE ARTICLE] The long-term care (LTC) system in the United States faces significant challenges as it prepares for an increasingly aging society. The number of Americans above age 65 is projected to grow to 98 million, roughly a quarter of the total population by 2060. Many of those individuals will require long-term care services and supports (LTSS) to manage the many health conditions that develop as one gets older.
[HR PULSE ARTICLE]: Increasing demand for health care services and the clinicians that provide them is putting tremendous pressure on hospitals and other health care organizations. Add to that the increase in competition from the more than 11,800 urgent care and retail facilities drawing from the same talent pool and you have a set of circumstances that can be challenging for the health care talent acquisition teams.
[HR PULSE ARTICLE] Focusing on developing effective physician recruitment and retention is essential as Army Medicine continues to transition to value based funding. The Army’s recruitment agency is the Civilian Human Resources Agency (CHRA). CHRA realized the physician recruitment difficulty and created a special medical recruiting team who specializes in recruiting health care professionals.
[HR PULSE ARTICLE] It’s not unusual for health care recruiters to look carefully at the educational backgrounds of prospective employees — especially new management hires entering the market from graduate programs in health administration, public health or other related areas of advanced study. A potential new hire’s college or university, his or her course work, GPA, internships and extracurricular activities can all speak to the candidate’s qualifications for the job.
[HR PULSE ARTICLE] Health care reform has shifted the way the field thinks about the delivery of health care, and hospitals are looking to contingent staffing as more than just a stop-gap measure to manage excessive overtime or labor shortages.
[HR PULSE ARTICLE] In sheer numbers, millennials may never top the Baby Boomer labor force at its peak — 66 million strong in 1997 — but they’ve already generated plenty of buzz about how they’re transforming today’s work environment. Roughly defined as those born between 1980 and 2000, millennials now account for 35% of working Americans, making them the largest generation in the labor force, according to Pew Research Center.